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Brigham Young University

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Theses and Dissertations

2003-04-21

An External Communication Audit of the National Tropical Botanical Garden

Jennifer Melody Murdock

Brigham Young University - Provo Follow this and additional works at: https://scholarsarchive.byu.edu/etd

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Murdock, Jennifer Melody, "An External Communication Audit of the National Tropical Botanical Garden" (2003). Theses and Dissertations. 63.

https://scholarsarchive.byu.edu/etd/63

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AN EXTERNAL COMMUNICATION AUDIT
OF THE NATIONAL TROPICAL BOTANICAL GARDEN

by
Jennifer Melody Peay Murdock

A thesis submitted to the faculty of
Brigham Young University in partial fulfillment of the requirements for the degree of

Master of Arts

Department of Communications
Brigham Young University
April 2003
Copyright © 2003 Jennifer Melody Peay Murdock
All Rights Reserved
ABSTRACT
AN EXTERNAL COMMUNICATION AUDIT
OF THE NATIONAL TROPICAL BOTANICAL GARDEN

Jennifer Melody Peay Murdock Department of Communications
Master of Arts

This study presents the results of an external communication audit of the National
Tropical Botanical Garden (NTBG), a congressionally chartered nonprofit organization dedicated to the conservation of tropical plant diversity. Information was gathered during the communication audit through interviews with NTBG’s key decision makers, content analyses of NTBG’s primary publications, and a questionnaire measuring the publicorganization relationship.
The audit assesses NTBG’s external communication policies, practices, capabilities, and needs in the context of systems theory and external relations strategic planning theories. The findings of the audit identify who NTBG considers its target publics and how well they are reaching certain audiences. The results also indicate in which areas NTBG’s current communication system is meeting or not meeting the objectives of the organization. The study concludes with a series of recommendations for how NTBG can improve its external communication system.
ACKNOWLEDGMENTS
I express gratitude to my thesis chair, Dr. JoAnn Valenti, for encouraging me to pursue my master’s degree and for staying the course to see me through. I thank the National Tropical Botanical Garden and its directors and staff who so willingly volunteered their time and effort to contribute to this study. I also appreciate my Marriott School colleagues, graduate peers, friends, and family who have faithfully supported me throughout my graduate studies. Finally, I would like to thank my husband, Creed, for his positive attitude, continual encouragement, and tremendous patience.

TABLE OF CONTENTS

  • CHAPTER ONE—INTRODUCTION...........................................................................
  • 1

Introduction..................................................................................................................... Literature Review............................................................................................................
Systems Theory................................................................................................... The Communication Audit .................................................................................
1338
Public Relations Measurements and Strategic Planning..................................... 17

CHAPTER TWO—METHODOLOGY......................................................................... 24

Initiation and Planning.................................................................................................... 24 Data Gathering and Analysis .......................................................................................... 25
Interviews............................................................................................................ 25 Content Analyses ................................................................................................ 27 Questionnaire...................................................................................................... 31

CHAPTER THREE—FINDINGS.................................................................................. 35 Interviews........................................................................................................................ 35 Content Analyses ............................................................................................................ 54 Questionnaire.................................................................................................................. 66

CHAPTER FOUR—DISCUSSION AND CONCLUSIONS ........................................ 73 Research Summary ......................................................................................................... 73 Limitations...................................................................................................................... 91 Recommendations for NTBG ......................................................................................... 92 Future Research .............................................................................................................. 107

REFERENCES ............................................................................................................... 109 APPENDICES ................................................................................................................ 121

vii
LIST OF APPENDICES
Appendix A: Communication Audit Technique Figures.............................................. 121 Appendix B: Research Consent Form........................................................................... 123 Appendix C: Interview Schedule.................................................................................. 124 Appendix D: NTBG’s National Charter ....................................................................... 126 Appendix E: Content Analysis Coding Training Manual............................................. 127 Appendix F: Content Analysis Coding Sheets.............................................................. 130 Appendix G: Course Participant Questionnaire Instrument .......................................... 134 Appendix H: Garden Visitor Questionnaire Instrument................................................ 136 Appendix I: Images from NTBG’s Publications ......................................................... 138

:viii
LIST OF TABLES
Table 1: NTBG Primary Publics...................................................................................... 37 Table 2: Desired Action of NTBG Publics...................................................................... 38 Table 3: NTBG Communication Products....................................................................... 41 Table 4: Breakdown of NTBG Outreach Courses........................................................... 41 Table 5: NTBG Primary Publications.............................................................................. 42 Table 6: Plant Talk Magazine—Summary of Interview Findings................................... 45 Table 7: Outreach Courses—Summary of Interview Findings........................................ 47 Table 8: NTBG Web Site—Summary of Interview Findings ......................................... 48 Table 9: Allertonia—Summary of Interview Findings.................................................... 48 Table 10: Internal Newsletter, Garden Chronicles—Summary of Interview Findings... 49 Table 11: Tour Guide Booklets—Summary of Interview Findings ................................ 50 Table 12: Membership Brochures—Summary of Interview Findings ............................ 50 Table 13: General Garden Information Brochures—Summary of Interview Findings... 51 Table 14: Gardens of Eden Video—Summary of Interview Findings ............................ 51 Table 15: Rack Cards—Summary of Interview Findings................................................ 52 Table 16: Kahanu Garden Brochure—Summary of Interview Findings......................... 52 Table 17: Allerton Garden Souvenir Brochure—Summary of Interview Findings......... 53 Table 18: Planned Giving Brochures—Summary of Interview Findings........................ 53 Table 19: Publications Mentioned in Analyzed Issues of Plant Talk.............................. 56 Table 20: Number of Times NTBG is Printed in Analyzed Issues of Plant Talk ........... 57 Table 21: Coding Comments Regarding Overall Look of NTBG Publications.............. 66 Table 22: Correlations for Course Participant Questionnaire Results............................. 67 Table 23: Correlations for Garden Visitor Questionnaire Results................................... 68 Table 24: Descriptive Statistics for Course Participant Questionnaire Results............... 70 Table 25: Descriptive Statistics for Course Participant Questionnaire Results............... 71 Table 26: Comparing Means Between Questionnaire Groups ........................................ 72 Table 27. Public Relations Strategic Program Planning Matrix...................................... 97

ix
LIST OF FIGURES
Figure 1: Promotion of Charter Purpose #1..................................................................... 61 Figure 2: Fulfillment of Charter Purpose #2.................................................................... 62 Figure 3: Fulfillment of Charter Purpose #3.................................................................... 62 Figure 4: Promotion of Charter Purpose #4..................................................................... 63 Figure 5: Promotion of Charter Purpose #5..................................................................... 63 Figure 6: NTBG’s Use of Logos in Publications............................................................. 65 Figure 7: NTBG’s Use of Mission Statement in Publications......................................... 65 Figure 8: Overall Look of NTBG’s Publications............................................................. 65

x

AN EXTERNAL COMMUNICATION AUDIT
OF THE NATIONAL TROPICAL BOTANICAL GARDEN

CHAPTER 1
INTRODUCTION

The National Tropical Botanical Garden (NTBG) is a congressionally authorized nonprofit organization dedicated to the conservation of tropical plant diversity, particularly rare and endangered species. Established in 1964, NTBG includes four gardens and three preserves in Hawaii and one in south Florida. The sites total more than 1,600 acres. The organization primarily focuses on scientific research, plant exploration, propagation, and education.
In recent years, NTBG botanists, horticulturists, and educators have contributed significantly to their fields. They have assembled what is believed to be the largest collection of federally-listed endangered plant species in the world and made more than 1,200 plant exploration trips throughout the Pacific Islands. NTBG’s staff of research scientists has been recognized for developing pioneering propagation techniques and growing protocols for more than 45% of the existing Hawaiian flora, including 248 rare and endangered species. They are also responsible for the establishment of the world’s most comprehensive collection of breadfruit cultivars and new techniques developed to restore tropical dry forests, one of the world’s most endangered ecosystems.
NTBG spreads its message through various types of external communication including a Web site, a magazine, brochures, newsletters, and other publications. The research questions answered in this thesis address whether NTBG’s external

1communication materials are meeting specific objectives and goals for each publication and for the organization as a whole. More specifically, the research questions include:
1. Is NTBG’s external communication system reaching its target publics? 2. Are the target publics receiving the intended messages? 3. Are the communication messages achieving the objectives of the organization?
4. What can be done to improve communication not effectively reaching the targeted publics?
5. And, are there new methods of communication that need to be developed, adapted, or eliminated to meet organizational objectives or to target different audiences?
To help answer these questions, the researcher consulted systems theory, an organizational theory that takes a holistic view of an organization’s communication structure. Using systems theory as a framework, a communication audit was conducted on NTBG’s external communications. A communication audit is defined as a
Complete analysis of an organization’s communications—internal and/or external—designed to ‘take a picture’ of communication needs, policies, practices, and capabilities, and to uncover necessary data to allow top management to make informed, economical decisions about future objectives of the organization’s communication (Kopec, 1982, p. 24). The NTBG audit followed several steps to answer the research questions including specific methods of interviewing, content analysis, and audience survey. Findings are reviewed to develop recommendations for NTBG’s future external communication plans.

2

Literature Review

Systems Theory

Conducting a communication audit requires the researcher to take a broad view of an organization’s communication system. A branch of organizational theory, called systems theory, provides a framework for a holistic study of a communication system (Cragan & Shields, 1998; McQuail, 2000; Daniels, Spiker, & Papa, 1997). The system is the total unit or organization being examined, but it is made up of many subsystems that can be defined differently according to one’s purpose (Downs, 1988). This theoretical approach studies the environment and suprasystem that the organization may function in and their effects on communication. Systems theory is a “radical departure from many other organizational concepts because it stresses the universality of organizational principles and the interdependence of all systems” (Bivins, 1992, p. 366). Its unique value also comes from its emphasis on process as an organizing principle.
Systems theory has made several important contributions to the ability to conduct meaningful communication audits (Downs, 1988). The theory was originally developed by philosophers in the nineteenth century and expanded upon by researchers from many fields in the twentieth century. The development of the theory signified a new awareness of systems relationships as opposed to simple cause and effect relationships (Hamilton, 1987). Bertalanffy (1956, 1968) is known as the father of General Systems Theory, which he first published in the 1950s. Bertalanffy “wanted to develop a set of concepts and principles that would apply generally to any type of system” (Daniels, Spiker, & Papa, 1997, p. 44). His theory became the groundwork for theorists March and Simon (1958), Weick (1969), Huse and Bowditch (1973), Katz and Kahn (1978), and Monge (1982).

3
Systems theory uses the analogy of a living organism to represent organizations and organizational communication (Trujillo & Toth, 1987; Griffen, 1997). Challenging the traditional view of scientific and classical scholars of organizations as machines, system theorists stress that organizations, like living organisms, experience birth, development, and death (Daniels, Spiker, & Papa, 1997). “They [organizations] are dynamic entities that act in purposeful ways” (p. 44). Systems theory relies on four primary concepts that explain the organismic characteristics of organizations: wholeness, hierarchy, openness, and feedback.
Wholeness implies that all elements in a system are bound together and interdependent. The “effect of elements working in relationship to one another differs from the effect on their isolated, individual actions taken collectively” (p. 44). This is also often referred to as synergy—when the whole is greater than the sum of the parts.
Hierarchy implies that the relationships within a system are organized by hierarchical rules. Elements are formed into subsystems, which relate to one another and make up the whole system, which itself operates within a larger environment. For example, in an organization, the elements are the employees, the subsystems could be departments, groups, or divisions, and the system is the entire organization (p. 45).
Openness refers to whether a system is labeled open or closed. In an open system, communication enables the organization to sense its environment and to adapt to whatever changes are taking place. The system “interacts freely with the environment in terms of trying to change or modify it” (Downs, 1988, p. 40). On the other hand, a closed system is insulated and has impermeable boundaries. It does not react to and is not influenced by the environment.

4
Feedback is information sought by the system to determine the effects of the output (Bivins, 1992). Negative feedback indicates deviation from desired conditions and results in organizational adjustments. Positive feedback, in contrast, reinforces deviations rather than signaling for a correction. It is used to create new system conditions rather than maintain old ones (Daniels, Spiker, & Papa, 1997). “Continuous feedback loops allow organizational systems to coordinate and adjust activities to maintain balance and promote survival” (Bivins, 1992, p. 366).
Many scholars have used systems theory as a base to form new, similar organizational communication theories; the most noteworthy is Weick (1969, 1976, 1977, 1989; Weick & Browning, 1991). His work “offers a socio-cultural evolution model of organizing that has been among the most important influences in development of modern organizational study” (Bantz, 1989, p. 231). Weick is recognized for developing Weick’s Organizing Theory (WOT), also referred to as Equivocality Reduction Theory. WOT explains the organizing process as the attempt to reduce the amount of equivocality faced by humans. Weick asserted that humans act in accord with Darwin’s notion of the survival of the fittest and strive to find the best strategies to overcome equivocality, which he described as information with many levels of meaning due to ambiguity, complexity, and obscurity (Weick, 1979). Weick explained that people overcome equivocality by sharing the best kind of information to help get their work done (Cragan & Shields, 1998). Weick also assumed that organizations try to optimize the amount of equivocal information, so that they can work at an optimal level. They do this by identifying appropriate assembly rules and cycles (Weick, 1979). Finally, similar to General Systems Theory, Weick’s theory assumes that organizing occurs within an open

5information system requiring the use of positive and negative feedback loops from humans engaged in interacts and double interacts. “Thus, feedback loops help identify the assembly rules and cycles that optimize the level of equivocality that organizing humans face” (Cragan & Shields, 1998, p. 249).
Weick’s theory has been and still is a major component of organizational communications studies. Bantz (1989) wrote a complimentary article describing in great detail the impact of twenty years of Weick’s research on the field of organizational research. Bantz referred to Weick as a “truly influential organizational theorist” (p. 231). Putnam and Sorenson (1982) expanded on Weick’s concept of equivocal messages in organizations. They used Weick’s model to measure the number of rules, the number of people, and the frequencies of message categories generated in two organizations. They concluded that “since some degree of equivocality is present in all organizational outputs (Weick, 1979), the way individuals interpret and process this ambiguity is a key to understanding how organizations make sense of their activities” (p. 114). Putnam (1989) also used Weick’s Organizing Theory in a study about negotiation and organizing. Sproule (1989) juxtaposed some of Weick’s ideas in his article discussing organizational rhetoric and the public sphere. He presented a very unique perspective as he analyzed how both Weick’s organizing and traditional rhetorical theory straddle the public and private spheres.
Weick’s theory, along with several other subsystems’ theories, has helped strengthen and broaden applications of general systems theory. However, there are some critics, such as Creedon (1993), who presented a unique perspective in her feminist analysis of systems theory. She finds a clear absence of a feminist perspective in the

6application of systems theory and in the unifying paradigm for public relations. She suggested that systems theory fails to acknowledge the existence of a third system that supports organizational efforts to achieve homeostasis, balance, or symmetry in subsystem interactions. Yet, other scholars, such as McPhee and Zaug (2001), found new applications for systems theory arguing that the three traditions of theory about organizational communication have special relevance to the ideas of problematic integration theory and offer a redirection of traditional themes in communication theory.
Generally speaking, systems theory has stood the test of time and is still being applied by both communication and organizational theorists and researchers. Nevertheless, there is still room for further development and application considering how rapidly technology is changing the way organizational communication systems operate.
Looking beyond its theoretical perspective, general systems theory lends itself to a methodology called the communication audit. Systems theory drives the audit procedure because it conditions the researcher to take a holistic look at the organization being audited. It stresses the interdependence of subsystems by taking into account all parts of the whole and how they each affect and rely on each other. “The systems perspective calls attention to the way things are related, and it underscores the fact that the isolation of any one variable often distorts one’s perceptions” (Downs, 1988, p. 39). For example, in a general audit, researchers may examine a total system, but they also examine its parts or subsystems “such as the performance review subsystem, the quality circle subsystem, the suggestion subsystem, and the various publications that form another subsystem” (p. 39).

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    Holoholo Kōloa Corridor Management Plan

    Sculpture of Various Immigrant Sugar Workers – Old Kōloa Sugar Mill – (Mālama Kōloa) Holoholo Kōloa Corridor Management Plan March 2014 ii Photo of Former Senator Inouye and his wife Irene with the Holoholo Kōloa Scenic Byway Local Byway Committee representatives, taken on August 23, 2012. Front row from left: Sara Bowen, Glenda Nogami‐Streufert, Senator Inouye, Irene Inouye, Representative Dee Morikawa, Jeri DiPietro & Ken Posney Back row from left: Haunani Kaʻiminaʻauao, Olie Rivera, Senator Ron Kouchi, Monroe Richman & Ted Blake iii iv v vi (Copyright 2011 Ed. Gross, The Image Group, LLC – Used with Permission) vii viii Local Scenic Byway Committee Members Name Organization Abrams, Louie Mālama Kōloa Blake, Ted Mālama Kōloa Bowen, Sara Kauaʻi Natural Resources Planning DiPierto, Jeri Mālama Māhāʻulepū Kaiminaauao, Haunani Mālama Kōloa Kuala, Marty Kōloa Community Association Richman, Monroe Retired Physician Nogami‐Streufert, Glenda Community/Consultant Posney, Ken Mālama Kōloa Rivera, Olie Kauaʻi ATV Tours Smith, Terry Poʻipū Rotary Walker, David West Kauaʻi Businessmen Advisory Committee Name Organization Blake, Hartwell HK Retired County Attorney (Kōloa) Costa, George Director‐Economic Development‐County of Kauaʻi (Līhuʻe) Kanoho, Sue ‐ Executive Director Kauaʻi Visitors Bureau (Līhuʻe) Shigemoto, Tom ‐ Vice‐President Alexander & Baldwin, Former County Planning Director (Līhue) Swartman, Michelle ‐ Developer ʻOhana Real Estate Investor (Moloaʻa) Wichman, Randy ‐ Historian Kauai Historical Society (Kōloa) Streufert, Siegfried Retired
  • The Bulletin, 2020 Winter-Spring Issue

    The Bulletin, 2020 Winter-Spring Issue

    Vol. XXXVI No. 1 WINTER-SPRING 2020 the bulletinof the National Tropical Botanical Garden contents 3 MESSAGE FROM THE CEO/DIRECTOR ON THE COVER Oparanthus hivoanus is a woody member of the Asteraceae (daisy family) endemic features to cloud forests and wet montane shrublands of Hiva Oa island in the 6 RESTORING OUR ROOTS Marquesas Islands. NTBG is publishing IN LIMAHULI GARDEN the Flora of the Marquesas Islands this year. Photo by Ken Wood. by Randy Umetsu The Bulletin is a publication for supporters THREE DECADES IN THE WORKS, THE of the National Tropical Botanical Garden, 12 a not-for-profit institution dedicated to FLORA OF THE MARQUESAS IS COMPLETE tropical plant conservation, scientific by Dr. David H. Lorence research, and education. We encourage you to share this 22 INTERVIEW: DR. JAN SALICK publication with your family and friends. Conservation 2020 RECIPIENT OF THE DAVID FAIRCHILD If your household is receiving more than one copy and you wish to receive only MEDAL FOR PLANT EXPLORATION one, please inform our Development Office at our national headquarters at: is up to us... [email protected]. in every issue National Tropical Botanical Garden 3530 Papalina Road, Kalāheo NEW MEMBERS Hawai‘i 96741 USA 4 Tel. (808) 332-7324 Fax (808) 332-9765 WISH LIST [email protected] 5 www. ntbg.org RED LISTED ©2020 National Tropical Botanical Garden 10 ISSN 1057-3968 All rights reserved. Photographs are the 11 THE GREEN THUMB property of NTBG unless otherwise noted. Editor: Jon Letman 20 GARDEN SPROUTS Graphic Design: Merriam Fontanilla News from around the Garden http://www.facebook.com/saveplants SUPPORTING ROOTS Through our new Plant Conservation Fund, we are seeking to match a generous contribution of 26 Q & A with Rob Evans and Terry Micheau http://twitter.com/ntbg $100,000, which will be used directly to protect endangered plants through exploration, discovery, http://instagram.com/ntbg and research.
  • The National Tropical Botanical Gardens in Hawaii

    The National Tropical Botanical Gardens in Hawaii

    The National Tropical Botanical Gardens A Horticultural Internship A Report by Benjamin Chester Acknowledgements 1 ACKNOWLEDGEMENTS It must be said that the life changing experience I gained from my internship is all thanks to the organisations that provided the funding for the trip. So all of my thanks goes out to the RHS who contributed £1600 (£800 per person), The Merlin Trust who donated £750 per person and Nottingham Trent University who provided £250 through their NTU International Travel Scholarship scheme. Huge thanks must also go out to Rowena Wilson of the RHS, Chloe Wells of the Merlin Trust and Annamay Simpson of Nottingham Trent University. These ladies showed such patience with my endless questions and were all so kind, they are all credits to thier organisations. Fig1 Allerton Beach Having not previously been very well travelled, thanks go out to my travel companion Connor Deacon who ensured that we actually arrived at our destination and more importantly arrived back home safely. Fig 2 Ben Chester, Connor Deacon Kamalani Beach My most heartfelt gratitude goes to Ashly Trask, not only an amazing teacher, mentor and leader, staying with her and her extended family over the month was one of the most incredible experiences of my life and now equally regard them as my extended family. Fig 3 Waimea Canyon State Park Camp Site THE NATIONAL TROPICAL BOTANICAL GARDENS | Horticultural Internship Contents 2 CONTENTS TITLE…………………………………………………………………………………………………………………….PAGE NUMBER THE PEOPLE …………………………………………………………………………………………………………………………….1